How might groupon build relationships with clients

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Question: Explains the rise and fall of Groupon. The company's strategic vision was to be a global leader in local commerce, based on a core competency that could be described as "local marketmaking." Numerous competitors took advantage of low barriers to entry and the easy imitation of Groupon's combined competency of some technology skills with sales skills, so that Groupon found that its competitive advantage was only temporary. Groupon continues to compete but needs your advice on how to build dynamic capabilities that might help it pursue the vision of becoming a global leader in local commerce. How might Groupon reinvest or upgrade its technology and sales skills so it builds a global customer base? For example, are there new products or services that would meet the needs of global clients in each of the local markets where the client does business? Brainstorm ways that Groupon might add value for its customers. How might Groupon build relationships with clients that are more socially complex, making Groupon's competencies more difficult to imitate?

Reference no: EM131845790

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